JOHANNESBURG — The tragic passing of Gcina Dhladhla has placed workplace wellness under intense scrutiny following her sudden collapse at the Cartrack offices, prompting experts to reevaluate how organizations handle mental health crises.
Dhladhla, a 29-year-old employee, reportedly collapsed inside a toilet cubicle at the company’s Rosebank facility. Prior to the fatal incident, she had informed her supervisors that she was feeling unwell. The circumstances surrounding her death have led family members, labor organizations, and concerned citizens to demand accountability and transparency regarding the events that transpired.
To understand the broader implications of this tragedy, Mabore Sithole, a psychologist specializing in workplace bullying and corporate culture, weighed in on the psychological toll such events take on colleagues and families. Sithole emphasized that a healthy organizational culture is foundational to employee care, noting that staff must feel safe communicating their health status to line managers without fear of being second-guessed.
According to Sithole, the foundation of effective health communication in a corporate setting is trust. When employees report feeling ill, they should not face skepticism or implicit pressure to remain at their desks. Drawing from her own extensive corporate background, Sithole shared that she previously attended work while sick because the environment felt unsupportive. She warned that this culture of presenteeism makes staff feel untrusted and questions their commitment, ultimately resulting in reduced productivity since an unwell employee cannot give their full capacity to their role.
Addressing the common employer concern regarding the abuse of sick leave, Sithole argued that companies must rely on established administrative procedures rather than making accusatory assumptions. She explained that standard protocols allow management to request documentation and, after a second sick note, initiate a formal inquiry—such as an eight-week assessment period—to determine the validity of the absences. She stressed that “being unwell” encompasses both physical ailments and invisible psychological struggles, noting that the absence of a visible physical scar does not invalidate an employee’s need for rest. Employers must follow formal channels to prevent staff from feeling bullied or threatened.
Sithole cautioned against institutional bullying, which occurs when rigid policies and poor management practices create an unsafe environment. She noted that the onus is on employers to properly train line managers on how to execute health and leave policies empathetically. Sithole, who personally endured severe workplace bullying that required psychiatric intervention and ongoing treatment, highlighted that a deficit of trust often prevents vulnerable employees from disclosing their struggles or seeking help.
Looking ahead, Sithole called for a radical transformation in how the corporate sector approaches psychological well-being. She advocated for aggressive anti-stigmatization campaigns and proactive, annual mental health assessments for all employees, rather than waiting for individuals to reach a breaking point and seek help. Furthermore, she criticized traditional Employee Assistance Programs (EAPs) for being inadequate, pointing out that offering a mere six sessions with a psychologist leaves employees without the holistic, year-round support they actually need.